Includes bibliographical references and (p. 322-359) indexes

The Basics of Teamwork -- Teams in Organizations: Facts and Myths -- What Is a Team? -- Why Should Organizations Have Teams? -- Customer service focus -- Competition -- Information age -- Globalization -- Types of Teams in Organizations -- Manager-led teams -- Self-managing teams -- Self-directing teams -- Self-governing teams -- Some Observations about Teams and Teamwork -- Teams are not always the answer -- Managers fault the wrong causes for team failure -- Managers fail to recognize their team-building responsibilities -- Experimenting with failures leads to better teams -- Conflict among team members is not always a bad thing -- Strong leadership is not always necessary for strong teams -- Good teams can still fail under the wrong circumstances -- Retreats wil not fix all the conflicts between team members -- What Leaders Tell Us about Their Teams -- Most common type of team -- Team Size -- Team Autonomy versus manager control -- Team longevity -- The most frustrating aspect of teamwork -- Developing Your Team-Building Skills -- Skill 1: Accurate Diagnosis of Team Problems -- Skill 2: Theory-based Intervention -- Skill 3: Expert Learning -- A Warning -- Conclusions -- Performance and Productivity: Team Performance Criteria and Threats to Productivity -- An Integrated Model of Successful Team Performance -- Team Context -- Essential conditions for Successful Team Performance -- Performance Criteria -- The Team Performance Equation -- Conclusions -- Rewarding Teamwork: Compensation and Performance Appraisals -- Types of Team Pay -- Incentive Pay -- Recognition -- Profit Sharing -- Gainsharing -- Teams and Pay for Performance -- Team Performance Appraisal -- What is Measured? -- Who does the measuring? -- Developing a 360-degree Program -- Rater Bias -- Infation Bias -- Extrinsic Incentives Bias -- Homgeneity Bias -- hao Bias -- Fundamental Attribution Error -- Communication Medium -- Experience Effect -- Reciprocity Bias -- Bandwagon Bias -- Primacy and Recency Bias -- Ratee Bias -- Egocentric Bias -- Intrinsic Interest -- Social Comparison -- Fairness -- Guiding Principles -- Principle 1: Goals Should Cover Areas that Team Members Can Directly Affect -- Principle 2: Balance the mix of individuals and team-based pay -- Principle 3: Consult with the team members who will be affected -- Principle 4: Avoid organizational myopia -- Principle 5: Determine eligibility (who qualifies for the plan) -- Principle 6: Determine Equity Method -- Principle 7: Quantify the criteria used to determine payout -- Principle 8: Determine how target levels of performance are established and updated -- Principle 9: Develop a budget for the plan -- Principle 10: Determine Timing of Measurements and Payments -- Principle 11: Communicate with those involved -- Principle 12: Plan for the future -- Conclusions -- Internal Dynamics -- Building the Team: Tasks, People, and Relationships -- Building the Team -- The Task: What Work Needs to Be Done? -- How much authority does the team have to manage its own work? -- What is the focus of the work the team will do? -- What is the degree of task interdependence among team members? -- Is there a correct solution that can be readily demonstrated and communicated to members? -- Are team members' interests perfectly aligned (cooperative), opposing (competitive), or mixed in nature? -- How big should the team be? -- The People: Who Is Ideally Suited to Do the Work? -- Diversity -- Relationships: How do team members socialize with each other? -- Group Socialization -- Role Negotiation -- Team Norms: Development and Enforcement -- Cohesion: Team Bonding -- Trust -- Turnover and reorganizations -- Conclusions -- Sharpening the Team Mind: Communication and collective Intelligence -- Team Communication -- Message Tuning -- Message Distortion -- Biased Interpretation -- Perspective-taking failures -- Transparency Illusion -- Indirect Speech Acts -- Uneven Communication -- Intellectual Bandwidth -- The Information Dependence Problem -- The common Information Effect -- Hidden Profile -- Practicexs to Put Into Place -- Collective Intelligence -- Team Mental Models -- The Team Mind: Transactive Memory Systems -- Team Longevity: Routinization versus Innovation Trade-Offs -- Conclusions -- Team Decision Making: Pitfalls and Solutions -- Decision Making In Teams -- Individual versus Group Decision-Making -- Decision-Making Pitfall 1: Groupthink -- Learning from history -- how to avoid groupthink -- Decision-Making Pitfall 2: Escalation of Commitment -- Project Determinants -- Psychological Determinants -- Social Determinants -- Structural Determinants -- Avoiding the Escalation of Commitment Problem -- Decision-Making Pitfall 3: The Abilene Paradox -- How to Avoid the Abilene Paradox -- Decision-Making Pitfall 4: Group Polarization -- The need to be right -- The need to be liked -- Conformity pressures -- Decision-Making Pitfall 5: Unethical Decision Making -- Rational Man Model -- Pluralistic Ignorance -- Desensitization -- Accountability For Behavior -- Reward Model -- Appropriate Role Models -- Eliminate Conflicts of Interest -- Create Cultures of Integrity -- Conclusions

Conflict in Teams: Leveraging Differences to Create Opportunity -- Types of Conflict -- Types of Conflict and Work Team Effectiveness -- Proportional and Perpetual Conflict -- Transforming Relationshiop into Task Conflict -- Team Dilemma: Group versus Individual Interests -- Strategies to enhance cooperation and minimize competition -- Perils and Pitfalls of Democracy -- Voting Rules -- Drawbacks to voting -- Coalitions -- Team Negotiations -- The BATNA Principle -- Avoid the fixed-pie fallacy -- Bild trust and share information -- Understand underlying interests -- Share information -- Make multiple proposals simultaneously -- Avoid sequential discussion of issues -- Construct contingency contracts and leverage differences -- Search for postsettlement settlements -- Invoke Norms of Justice -- What do Do When Conflict Escalates? -- Conclusions -- Creativity: Mastering Strategies for High Performance -- Creative Realism -- Measuring Creativity -- Convergent and divergent thinking -- Exploration and exploitation -- Creativity and context dependence -- Creative People or Creative Teams? -- Brainstorming -- Brainstorming on trial -- Major Threates to Team Creativity -- Social Loafing -- Conformity -- Production Blocking -- Downard Norm Setting -- What goes on during a typical group brainstorming session? -- Enhancing Team Creativity -- Trained Facilitators -- High Benchmarks -- Brainwriting-- Nominal Group Technique -- Diversify the team -- Analogical reasoning -- Creating an organizational memory -- Membership change -- Build a playground -- Electronic Brainstorming -- Advantages of electronic brainstorming -- Disadvantages of electronic brainstorming -- Capstone on brainstorming -- Conclusions -- External Dynamics -- Netowrking, Social Capital, and Integrating Across Teams -- Team Boundaries -- Insulating Teams -- Broadcasting Teams -- Marketing Teams -- Surveying Teams -- External Roles of Team Members -- Knowledge Valuation -- Netowrking: A Key to Successful Teamwork -- Communication -- Human Capital and Social Capital -- The Importance of Boundary Spanning -- Cliques versus boundary-spanning networks: Advantages and Disadvantages -- Advice for the Manager -- Structural Positioning -- Relationships Outside the Team -- Distance -- Time -- Conclusions -- Leadership: Managing the Paradox -- Leaders and the Nature-Nurture Debate: Great Person versus Great Opportunity -- Leadership Styles -- Task Versus Person Leadership -- Transactional versus Transformational Leadership -- Active versus Passive Leadership -- Autcratic versus democratic leadership -- Team Coaching -- Types of coaching -- Leadership and Power -- Source sof power -- Using power -- Decision Analysis Model: How Participative Do You Want To Be? -- Decision Styles -- Problem Identification -- Deicsion Tree Model -- Strategies for Encouraging Participative Management -- Task Delegation -- Parallel Suggestion Involvement -- Job Involvement -- Organizational Involvement -- conclusions -- Interteam Relations: Competition and Cooperation -- Personal and Team Identity -- Intrateam and interteam respect -- Independence versus Interdependence -- Self-interest versus group-interest -- Ingroups and outgroups -- Balancing the need to belong and the need to be distinct -- Interteam Relationships -- Social Comparison Processes -- Post-merger behavior -- Intergroup conflict -- When and Why Conflict is Good -- Cohesion -- How and why organizations benefit from minority viewpoints -- Biases Associated with Intergroup Conflict -- Categorization: Us versus Them -- Ingroup bias (or "We are better than them") -- Racism and racial discrimination -- Denial -- "They all look alike": The outgroup homogeneity bias -- Strategies for Reducing Negative Effects of Intergroup Conflict -- Contact -- Cross-cut role assignments -- Conclusions -- Teamwork via Information Technology: Challenges and Opportunities -- Place-Time Model of Social Interaction -- Face-to-face communication -- Same time, different place -- Different time, same place -- Different place, different time -- Information Technology and Social Behavior -- Reduced status differences: The "weak get strong" effect -- Equalization of team members' participation -- Technology can lead to face-to-face meetings -- -- Increased time to make decisions -- Communication -- Risk taking -- Social norms -- Task Performance and quality of group decisions -- Enhancing Local Teamwork: Redesigning the Workplace -- Virtual or flexible space -- Flexible furniture -- Hoteling -- Virtual teams -- Strategies for Enhancing the Virtual Team -- Collaboratory -- Virtual Team Technology -- Initial face-to-face experience -- Temporary Engagement -- One-day videoconference -- Touching base -- Schmoozing -- Transactional Teams -- Conclusions -- Managing Meetings: A Toolkit -- Tips for Consultants and Facilitators -- A Guide for Creating Effective Study Groups -- Example Items from Peer Evaluations and 360-Degree Performance Evaluations

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